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Xiaodong Wang1,2 ,* Uet Yu2 ,* Xiaonan Li,3 Chunjing Wang,2 Qian Zhang,2 Chunlan Yang,2 Xiaoling Zhang,2 Yu Zhang,2 Ying Wang,2 Yuejie Zheng,3 Jikui Deng,4 Weiguo Yang,5 Guosheng Liu,1 Guofang Deng,6 Sixi Liu,2 Feiqiu Wen1,2 1Department of Pediatrics, First Affiliated Hospital of Jinan University, Guangzhou, People’s Republic of China; 2Department of Hematology and Oncology, Shenzhen Children’s Hospital, Shenzhen, Guangdong, People’s Republic of China; 3Department of Respiratory Diseases, Shenzhen Children’s Hospital, Shenzhen, Guangdong, People’s Republic of China; 4Department of Infectious Diseases, Shenzhen Children’s Hospital, Shenzhen, Guangdong, People’s Republic of China; 5Pediatric Intensive Care Unit, Shenzhen Children’s Hospital, Shenzhen, Guangdong, People’s Republic of China; 6Guangdong Key Laboratory for Emerging Infectious Diseases & Shenzhen Key Laboratory of Infection and Immunity, Shenzhen Third People’s Hospital, Shenzhen, Guangdong, People’s Republic of China*These authors contributed equally to this workCorrespondence: Sixi Liu; Feiqiu Wen Email tiger647@126.com; fwen62@163.comBackground: Tuberculosis is a rare but life-threatening complication in patients who received hematopoietic stem cell transplantation. Early identification and intervention are essential to prevent severe complications.Case Presentation: We report two pediatric patients who developed tuberculosis after receiving hematopoietic stem cell transplantation for thalassemia major among 330 recipients between January 2012 and August 2019. Patient A presented with pulmonary tuberculosis and patient B presented with lymph node tuberculosis mimicking post-transplantation lymphoproliferative disorder associated with Epstein–Barr virus reactivation. Patient B’s condition was deteriorated, and shortly after the initiation of anti-tuberculosis therapy

Human resource management (HRM) is a major mechanism to realise decent work and achieve employee well-being in China. Key questions concern how and when HRM is mutually beneficial for employers and employees, particularly how well HRM works with trade unions in achieving decent work. This study examines the effect of high-performance work systems and trade unions on employee engagement, paying particular attention to the role of industrial relations (IR) climate in facilitating this relationship. Hypotheses were tested via unique cross-sectional survey data from a large employer–employee matched dataset collected from 264 manufacturing firms and 6921 workers in China. The findings highlight that HPWS are a key mechanism for realising decent work. We also find positive evidence for the mutual gains of decent work illustrating the combined impact of HPWS and trade unions in achieving higher levels of employee engagement. Notably, a co-operative (as opposed to adversarial) IR climate is seen to reinforce this relationship, indicating the significance of the quality of relationships among management, employees, and unions in shaping employee outcomes. Overall, these findings advance understanding of the realisation of decent work and ‘mutual gains’ in a Chinese context.

HR Institute Human resource management (HRM) is a major mechanism to realise decent work and achieve employee well-being in China. Key questions concern how and when HRM is mutually beneficial for employers and employees, particularly how well HRM works with trade unions in achieving decent work. This study examines the effect of high-performance work systems and trade unions on employee engagement, paying particular attention to the role of industrial relations (IR) climate in facilitating this relationship. Hypotheses were tested via unique cross-sectional survey data from a large employer-employee matched dataset collected from 264 manufacturing firms and 6921 workers in China. The findings highlight that HPWS are a key mechanism for realising decent work. We also find positive evidence for the mutual gains of decent work illustrating the combined impact of HPWS and trade unions in achieving higher levels of employee engagement. Notably, a co-operative (as opposed to adversarial) IR climate is seen to reinforce this relationship, indicating the significance of the quality of relationships among management, employees, and unions in shaping employee outcomes. Overall, these findings advance understanding of the realisation of decent work and 'mutual gains' in a Chinese context.

HR Institute Human resource management (HRM) is a major mechanism to realise decent work and achieve employee well-being in China. Key questions concern how and when HRM is mutually beneficial for employers and employees, particularly how well HRM works with trade unions in achieving decent work. This study examines the effect of high-performance work systems and trade unions on employee engagement, paying particular attention to the role of industrial relations (IR) climate in facilitating this relationship. Hypotheses were tested via unique cross-sectional survey data from a large employer-employee matched dataset collected from 264 manufacturing firms and 6921 workers in China. The findings highlight that HPWS are a key mechanism for realising decent work. We also find positive evidence for the mutual gains of decent work illustrating the combined impact of HPWS and trade unions in achieving higher levels of employee engagement. Notably, a co-operative (as opposed to adversarial) IR climate is seen to reinforce this relationship, indicating the significance of the quality of relationships among management, employees, and unions in shaping employee outcomes. Overall, these findings advance understanding of the realisation of decent work and 'mutual gains' in a Chinese context.

Human resource management (HRM) is a major mechanism to realise decent work and achieve employee well-being in China. Key questions concern how and when HRM is mutually beneficial for employers and employees, particularly how well HRM works with trade unions in achieving decent work. This study examines the effect of high-performance work systems and trade unions on employee engagement, paying particular attention to the role of industrial relations (IR) climate in facilitating this relationship. Hypotheses were tested via unique cross-sectional survey data from a large employer–employee matched dataset collected from 264 manufacturing firms and 6921 workers in China. The findings highlight that HPWS are a key mechanism for realising decent work. We also find positive evidence for the mutual gains of decent work illustrating the combined impact of HPWS and trade unions in achieving higher levels of employee engagement. Notably, a co-operative (as opposed to adversarial) IR climate is seen to reinforce this relationship, indicating the significance of the quality of relationships among management, employees, and unions in shaping employee outcomes. Overall, these findings advance understanding of the realisation of decent work and ‘mutual gains’ in a Chinese context.

Human resource management (HRM) is a major mechanism to realise decent work and achieve employee well-being in China. Key questions concern how and when HRM is mutually beneficial for employers and employees, particularly how well HRM works with trade unions in achieving decent work. This study examines the effect of high-performance work systems and trade unions on employee engagement, paying particular attention to the role of industrial relations (IR) climate in facilitating this relationship. Hypotheses were tested via unique cross-sectional survey data from a large employer–employee matched dataset collected from 264 manufacturing firms and 6921 workers in China. The findings highlight that HPWS are a key mechanism for realising decent work. We also find positive evidence for the mutual gains of decent work illustrating the combined impact of HPWS and trade unions in achieving higher levels of employee engagement. Notably, a co-operative (as opposed to adversarial) IR climate is seen to reinforce this relationship, indicating the significance of the quality of relationships among management, employees, and unions in shaping employee outcomes. Overall, these findings advance understanding of the realisation of decent work and ‘mutual gains’ in a Chinese context.

Human resource management (HRM) is a major mechanism to realise decent work and achieve employee well-being in China. Key questions concern how and when HRM is mutually beneficial for employers and employees, particularly how well HRM works with trade unions in achieving decent work. This study examines the effect of high-performance work systems and trade unions on employee engagement, paying particular attention to the role of industrial relations (IR) climate in facilitating this relationship. Hypotheses were tested via unique cross-sectional survey data from a large employer–employee matched dataset collected from 264 manufacturing firms and 6921 workers in China. The findings highlight that HPWS are a key mechanism for realising decent work. We also find positive evidence for the mutual gains of decent work illustrating the combined impact of HPWS and trade unions in achieving higher levels of employee engagement. Notably, a co-operative (as opposed to adversarial) IR climate is seen to reinforce this relationship, indicating the significance of the quality of relationships among management, employees, and unions in shaping employee outcomes. Overall, these findings advance understanding of the realisation of decent work and ‘mutual gains’ in a Chinese context.

HR Institute Human resource management (HRM) is a major mechanism to realise decent work and achieve employee well-being in China. Key questions concern how and when HRM is mutually beneficial for employers and employees, particularly how well HRM works with trade unions in achieving decent work. This study examines the effect of high-performance work systems and trade unions on employee engagement, paying particular attention to the role of industrial relations (IR) climate in facilitating this relationship. Hypotheses were tested via unique cross-sectional survey data from a large employer-employee matched dataset collected from 264 manufacturing firms and 6921 workers in China. The findings highlight that HPWS are a key mechanism for realising decent work. We also find positive evidence for the mutual gains of decent work illustrating the combined impact of HPWS and trade unions in achieving higher levels of employee engagement. Notably, a co-operative (as opposed to adversarial) IR climate is seen to reinforce this relationship, indicating the significance of the quality of relationships among management, employees, and unions in shaping employee outcomes. Overall, these findings advance understanding of the realisation of decent work and 'mutual gains' in a Chinese context.

HR Institute Human resource management (HRM) is a major mechanism to realise decent work and achieve employee well-being in China. Key questions concern how and when HRM is mutually beneficial for employers and employees, particularly how well HRM works with trade unions in achieving decent work. This study examines the effect of high-performance work systems and trade unions on employee engagement, paying particular attention to the role of industrial relations (IR) climate in facilitating this relationship. Hypotheses were tested via unique cross-sectional survey data from a large employer-employee matched dataset collected from 264 manufacturing firms and 6921 workers in China. The findings highlight that HPWS are a key mechanism for realising decent work. We also find positive evidence for the mutual gains of decent work illustrating the combined impact of HPWS and trade unions in achieving higher levels of employee engagement. Notably, a co-operative (as opposed to adversarial) IR climate is seen to reinforce this relationship, indicating the significance of the quality of relationships among management, employees, and unions in shaping employee outcomes. Overall, these findings advance understanding of the realisation of decent work and 'mutual gains' in a Chinese context.